What is value-based

management?
An excerpt from Valuation: Measuring and Managing
the Value of Companies, Second Edition

Timothy Koller

a plethora of new management approaches

R
ECENT YEARS HAVE SEEN
for improving organizational performance: total quality management,
flat organizations, empowerment, continuous improvement, re-
engineering, kaizen, team building, and so on. Many have succeeded – but
quite a few have failed. Often the cause of failure was performance targets
that were unclear or not properly aligned with the ultimate goal of creating
value. Value-based management (VBM) tackles this problem head on. It
provides a precise and unambiguous metric – value – upon which an entire
organization can be built.

The thinking behind VBM is simple. The value of a company is determined by

its discounted future cash flows. Value is created only when companies invest
capital at returns that exceed the cost of that capital. VBM extends these
concepts by focusing on how companies use them to make both major strategic
and everyday operating decisions. Properly executed, it is an approach to
management that aligns a company’s overall aspirations, analytical techniques,
and management processes to focus management decision making on the
key drivers of value.

Principles
VBM is very different from 1960s-style planning systems. It is not a staff-driven
exercise. It focuses on better decision making at all levels in an organization. It
recognizes that top-down command-and-control structures cannot work well,
especially in large multibusiness corporations. Instead, it calls on managers to
use value-based performance metrics for making better decisions. It entails
managing the balance sheet as well as the income statement, and balancing
long- and short-term perspectives.

When VBM is implemented well, it brings tremendous benefit. It is like

restructuring to achieve maximum value on a continuing basis. It works.
It has high impact, often realized in improved economic performance, as
illustrated in Exhibit 1.

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 WHAT IS VALUE-BASED MANAGEMENT?

Exhibit 1 Pitfalls
Examples of VBM’s impact
Yet value-based management
Business Change in behavior Impact is not without pitfalls. It
Retail Shifted from broad national 30–40% increase in
household growth program to focus on potential value
can become a staff-captured
goods building regional scale first exercise that has no effect on
Insurance Repositioned product 25% increase in operating managers at the
portfolio to emphasize potential value
products most likely to front line or on the decisions
create value
that they make.
Oil Used new planning and Multimillion dollar
production control process to help drive reduction in planning
major change program function through
A few years ago, the chief
streamlining
planning officer of a large
Prompted an acquisition
Exposed nonperforming company gave us a preview
managers
of a presentation intended
Banking Chose growth versus harvest 124% potential value
strategy, even though increase for his chief financial officer
five-year return on equity
very similar
and board of directors. For
Telecoms Generated ideas for value about two hours we listened
creation to details of how each busi-
• New service 240% potential value
increase in one unit ness unit had been valued,
• Premium pricing 246% potential value complete with cash flow fore-
increase in one unit
casts, cost of capital, separate
Around 40% of planned NA
development projects in one capital structures, and the
business unit discontinued assumptions underlying the
Salesforce expansion plans NA
completely revised after calculations of continuing
discovering how much value value. When the time came
they would destroy
for us to comment, we had to
give the team A+ for their
valuation skills. Their methodology was impeccable. But they deserved an F
for management content.

None of the company’s significant strategic or operating issues were on

the table. The team had not even talked to any of the operating managers
at the group or business-unit level. Scarcely relevant to the real decision
makers, their presentation was a staff-captured exercise that would have
no real impact on how the company
was run. Instead of value-based
VBM aligns a company’s
management, this company simply
overall aspirations,
had value veneering.
analytical techniques, and
management processes with
Not methodology the key drivers of value
The focus of VBM should not be on
methodology. It should be on the why and how of changing your corporate
culture. A value-based manager is as interested in the subtleties of
organizational behavior as in using valuation as a performance metric and
decision-making tool.

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 WHAT IS VALUE-BASED MANAGEMENT?

When VBM is working well, an organization’s management processes provide

decision makers at all levels with the right information and incentives
to make value-creating decisions. Take the manager of a business unit.
VBM would provide him or her with
the information to quantify and
When VBM is working well,
compare the value of alternative strat-
management processes provide
egies and the incentive to choose the
decision makers at all levels
value-maximizing strategy. Such an
with information and incentives
incentive is created by specific finan-
to make value-creating decisions
cial targets set by senior management,
by evaluation and compensation
systems that reinforce value creation, and – most importantly – by the strategy
review process between manager and superiors. In addition, the manager’s own
evaluation would be based on long- and short-term targets that measure
progress toward the overall value creation objective.

VBM operates at other levels too. Line managers and supervisors, for instance,
can have targets and performance measures that are tailored to their particular
circumstances but driven by the overall strategy. A production manager might
work to targets for cost per unit, quality, and turnaround time. At the top of
the organization, on the other hand, VBM informs the board of directors
and corporate center about the value of their strategies and helps them to
evaluate mergers, acquisitions, and divestitures.

Value-based management can best be understood as a marriage between

a value creation mindset and the management processes and systems
that are necessary to translate that mindset
into action. Taken alone, either element is
Senior managers
insufficient. Taken together, they can have a
must have a solid analytical
huge and sustained impact.
understanding of which
performance variables drive
A value creation mindset means that senior
the value of the company
managers are fully aware that their ultimate
financial objective is maximizing value; that
they have clear rules for deciding when other objectives (such as employment
or environmental goals) outweigh this imperative; and that they have a solid
analytical understanding of which performance variables drive the value of the
company. They must know, for instance, whether more value is created by
increasing revenue growth or by improving margins, and they must ensure that
their strategy focuses resources and attention on the right option.

Management processes and systems encourage managers and employees to

behave in a way that maximizes the value of the organization. Planning, target
setting, performance measurement, and incentive systems are working effectively
when the communication that surrounds them is tightly linked to value creation.

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The value mindset

The first step in VBM is embracing value maximization as the ultimate
financial objective for a company. Traditional financial performance measures,
such as earnings or earnings growth, are not always good proxies for value
creation. To focus more directly on creating value, companies should set goals
in terms of discounted cash flow value, the most direct measure of value
creation. Such targets also need to be translated into shorter-term, more
objective financial performance targets.

Companies also need nonfinancial goals – goals concerning customer

satisfaction, product innovation, and employee satisfaction, for example –
to inspire and guide the entire organi-
zation. Such objectives do not contradict
Objectives must be tailored
value maximization. On the contrary, the most
to the different levels
prosperous companies are usually the ones
within an organization
that excel in precisely these areas. Non-
financial goals must, however, be carefully
considered in light of a company’s financial circumstances. A defense contractor
in the United States, where shrinkage is a certainty, should not adopt a
“no layoffs” objective, for example.

Objectives must also be tailored to the different levels within an organization.

For the head of a business unit, the objective may be explicit value creation
measured in financial terms. A functional manager’s goals could be expressed
in terms of customer service, market share, product quality, or productivity. A
manufacturing manager might focus on cost per unit, cycle time, or defect
rate. In product development, the issues might be the time it takes to develop
a new product, the number of products developed, and their performance
compared with the competition.

Even within the realm of financial goals, managers are often confronted
with many choices: boosting earnings per share, maximizing the price/earnings
ratio or the market-to-book ratio, and increasing the return on assets,
to name a few. We strongly believe
that value is the only correct criterion
Companies that focus only on
of performance.
this year’s net income or
on return on sales are myopic
Exhibit 2 compares various measures
and may overlook major
of corporate performance along two
balance sheet opportunities
dimensions: the need to take a long-
term view and the need to manage
the company’s balance sheet. Only discounted cash flow valuation handles
both adequately. Companies that focus on this year’s net income or on return on
sales are myopic and may overlook major balance sheet opportunities, such as
working capital improvement or capital expenditure efficiency.

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 WHAT IS VALUE-BASED MANAGEMENT?

Exhibit 2
Decision making can be
Measuring corporate performance
heavily influenced by the
Greater need for
long-term view Growth Multiyear choice of a performance
High probability
of net discounted metric. Shifting to a value
income cash flow or
of significant mindset can make an enor-
economic profit
industry change
• Technology mous difference. Real-life
• Regulation
• Competition Net income, ROIC minus WACC,*
cases that show how focusing
Long life of return on economic profit on value can transform
investments sales (one year)
decision making are described
Complexity of
business portfolio Greater need for balance sheet focus in the inserts “VBM in action.”
(capital intensity)
Working capital Finding the value drivers
Property, plant, and equipment
An important part of VBM is
* Return on invested capital minus weighted average cost of capital
a deep understanding of the
performance variables that
will actually create the value of the business – the key value drivers. Such an
understanding is essential because an organization cannot act directly on
value. It has to act on things it can influence – customer satisfaction, cost,
capital expenditures, and so on. Moreover, it is through these drivers of value
that senior management learns to understand the rest of the organization
and to establish a dialogue about what it expects to be accomplished.

Exhibit 3
A value driver is any variable
Levels of value drivers
that affects the value of the
Level 1 Level 2 Level 3
company. To be useful, how- Generic Business-unit Operational
ever, value drivers need to be specific (grass roots level)
Examples Examples
organized so that managers
Customer mix Percent accounts
can identify which have the Revenue revolving
Salesforce
greatest impact on value and productivity Dollars per visit
Margin (expense
assign responsibility for them against revenue)
Unit revenues
to individuals who can help Fixed cost/ Billable hours to
Costs allocations total payroll hours
the organization meet its
Capacity Percent capacity
targets. management utilized
ROIC
Operational Cost per delivery
Value drivers must be defined yield

at a level of detail consistent Working Accounts

capital receivable terms
with the decision variables and timing
that are directly under the Invested
capital
Accounts payable
terms and timing
control of line management.
Fixed
Generic value drivers, such capital
as sales growth, operating
margins, and capital turns,
might apply to most business units, but they lack specificity and cannot be used
well at the grass roots level. Exhibit 3 shows that value drivers can be useful at
three levels: generic, where operating margins and invested capital are combined

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 VBM IN ACTION:
MANAGING THE BALANCE SHEET

I
n Company X, a large consumer products million. Of that total, $146 million derived
company, the performance of each of its from improved management of working
50 business units was measured by its capital, particularly inventories. Because of
operating margin or return on sales (ROS). its emphasis on sales, Company X was over-
As the exhibit shows, Company X was producing and carrying excess inventories to
“doing better” than its average competitor minimize the probability of stockout. Obsolete
because it was earning a 15.1 percent ROS and outdated inventories necessitated
compared with an industry average of periodic write-downs. Inventory management
only 14.3 percent. was a shambles.
But Company X had a problem. Its stock An even larger value creation opportunity
price was not performing well against the existed in consolidating manufacturing
competition. Management was dissatisfied operations. Several plants in adjacent
and began to ask questions. No one could geographical areas were underutilized. When
understand why the stock market “didn’t the least productive were closed and output
appreciate” the company’s success. shifted to the most productive facilities, two
Taking the analysis a little further, we see benefits emerged. First, less capital was
that Company X’s return on invested capital employed to produce the same finished
(ROIC) pretax was 27.2 percent, while goods; and second, production became
competitors earned 34.3 percent. Company more efficient, raising operating margins.
X was employing the wrong performance The value of consolidating operations was
metric. Using ROS meant that it was about $364 million.
completely ignoring balance sheet
Company X failed to manage its balance
management. Consequently, its capital
sheet because of its emphasis on the wrong
turnover (sales divided by invested capital)
performance metric – return on sales.
was only 1.8, versus 2.4 for its competitors.
When it moved to ROIC and value creation,
All told, the impact of improvement in the it discovered opportunities that had
balance sheet amounted to roughly $500 previously been missed.

ROIC tree of Company X versus the competition

Company X Cost of goods sold
Competitor’s average 1 46.3%
53.7

Return on sales SG&A

15.1% 35.0
14.3 26.6

Depreciation
3.6
Pre-tax ROIC 5.4
27.2%
34.3 Fixed assets
1 23.5%
15.7

Capital turnover Working capital

1.8 15.3
2.4 11.6

Net other assets

16.9
14.5

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TAKING THE LONG-TERM VIEW

O
ne of the largest divisions of a money creation potential. It resulted in a 124 percent
center bank, the retail bank, had been increase in value over the harvest strategy,
pursuing a “harvest” strategy. It had worth more than $450 million.
been underinvesting and taking cash out of the
business. Unfortunately, it had also been losing
Forecasted ROE for a retail bank
market share, albeit slowly over a long period.
Percent
The new chief operating officer wanted to 50
spend roughly $100 million on a plan to “Aggressive
growth”
recapture market share by refurbishing branch 40 strategy
facilities, installing new automatic teller “Harvest”
30 strategy
machines, training tellers to improve customer
satisfaction, and launching a new advertising
20
campaign. This alternative was called the
“aggressive growth” strategy. It was designed 10
to win back market share at the same slow
rate at which it had been lost – a fairly 0
1989 1990 1991 1992
conservative approach.

The crucial measure for this program was

return on equity (ROE) projected over the next Why did the return on equity and the value
three years, as shown in the exhibit. The ROE creation performance metrics give such
for the aggressive growth strategy was lower different answers? The reason is that most
than the harvest strategy for the first year, of the value creation potential was outside
about the same in the second year, and only the three-year time frame that was used for
slightly higher in the third year. When these making ROE comparisons at the bank.
results were shown to the bank’s CEO, he at Valuation requires a longer view, because
first could not understand how the aggressive the value of a strategy cannot be estimated
growth strategy could be better, but he without forecasting the cash flows over the
realized the answer when he saw its value long run.

to compute ROIC; business unit, where variables such as customer mix are
particularly relevant; and grass roots, where value drivers are precisely defined
and tied to specific decisions that front-line managers have under their control.

Exhibit 4 illustrates value drivers for the customer servicing function of a

telecommunications company. Value driver trees like this one are usually
linked into ROIC trees, which are in turn linked into multiperiod cash flows and
valuation of the business unit. Total customer service expense, on the left-hand
side of the tree, was an expense-line item in the income statement of several
business units. Improving efficiency in this key function would therefore affect
the value of many parts of the company.

It took five levels of detail to reach useful operational value drivers. The “span
of control,” for example, was defined as the ratio of supervisors to workers.
A small improvement here had a big impact on the value of the company
without affecting the quality of customer service. Percent occupancy is the
fraction of total work hours that are spent at an operator station. Relatively
minor changes here also have a major impact on value.

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 WHAT IS VALUE-BASED MANAGEMENT?

Exhibit 4

Value drivers in customer servicing

Example: Telecoms company Call volume
Number of
Total people Percent Percent
customer Personnel
cost occupancy time on board
servicing
expense Cost per person
Average work Percent
Number of time per call training time
stations per SDC
Service Hourly rate Percent
delivery time on breaks
center (SDC) Equipment cost
expense per station Benefits
Station Percent
cost Equipment vacation time
Annual salary
Number of SDCs maintenance
expense per Percent
station Benefits time paid
Cost per SDC
Other equipment Span of control Percent
expense absence/other
Overhead Number of
expense Salary expense employees
Supervisory
cost Utilities
Headquarters Number of
expense supervisors
Other
Regional center Building
expenses operating Number of
expense employees
Overhead
Area staff cost
center expenses Building Equipment
maintenance
expense
Allocated G&A Materials

Other

What is important is that these key value drivers, although only a small part of
the total business system, have a significant impact on value, are measurable
from month to month, and are clearly under
Exhibit 5

Value drivers for a hard goods retailer the control of line management.

Key areas of focus Gross margin

per transaction To see how the numbers might work, consider
Gross the list of value drivers for a hard goods
margin
Number of
transactions
retailer shown in Exhibit 5. The value of the
company derives partly from gross margin,
Stores per warehouse costs, and delivery costs. Gross
warehouse
Company
Warehouse margin, in turn, is determined by gross
costs
value Cost per margin per transaction and the number of
warehouse
transactions (which can be themselves further
Trips per disaggregated if necessary). Warehouse costs
transaction
are a function of the number of retail stores
Delivery Cost per trip per warehouse and the cost per warehouse.
costs
Finally, delivery costs are determined by the
Number of
transactions number of trips per transaction, the cost per
trip, and the number of transactions.

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 WHAT IS VALUE-BASED MANAGEMENT?

Analysis of these variables showed that the number of stores per warehouse
significantly affected the cost per transaction: the more stores that could
be served by a single warehouse, the lower the warehouse costs relative
to revenues. The scale economies were substantial enough to support a
strategy of growth through metropolitan concentration, rather than a shot-
gun approach of scattering new
stores over a wide area. The number
In the customer servicing
of stores per warehouse thus became
function of a telecoms
a strategic value driver.
company, it took five levels
of detail to reach useful
Further analysis revealed that the
operational value drivers
number of delivery trips per trans-
action was very high. Whenever there
were errors in an order or goods proved defective, multiple deliveries had to be
made to a single customer. The retailer found that it was making an average of
1.5 trips per transaction, compared with a theoretical minimum of 1.0.
Management believed this was high for the industry and thought it should be
reduced to 1.2. Attaining this performance would increase value by 10 percent.
So trips per transaction became an operating value driver as the company
began to monitor its monthly performance.

Key value drivers are not static; they must be regularly reviewed. Once the
retailer reaches its goal of 1.2 delivery trips per transaction, for example, it may
need to shift its focus to cost per trip (while continuing to monitor trips per
transaction to make sure it stays on target).

Identifying key value drivers can be difficult because it requires an organization

to think about its processes in a different way. Often, too, existing reporting
systems are not equipped to supply the necessary information. Mechanical
approaches based on available information
and purely financial measures rarely succeed.
Scenario analysis is a way of
What is needed instead is a creative process
assessing the impact of different
involving much trial and error.
sets of mutually consistent
assumptions on the value of a
Nor can value drivers be considered in
company or its business units
isolation from each other. A price increase
might, taken alone, boost value – but not if
it results in substantial loss of market share. In seeking to understand the
interrelationships among value drivers, scenario analysis is a valuable tool.
It is a way of assessing the impact of different sets of mutually consistent
assumptions on the value of a company or its business units. Typical scenarios
include what might happen if there is a price war, or if additional capacity
comes on line in another country? Thinking about such issues helps
management avoid getting caught off guard and brings to life the relationship
between strategy and value.

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Management processes
Adopting a value-based mindset and finding the value drivers gets you only
halfway home. Managers must also establish processes that bring this mindset
to life in the daily activities of the company. Line managers must embrace
value-based thinking as an improved way of making decisions. And for VBM to
stick, it must eventually involve every
decision maker in the company.
For VBM to stick, line managers
must embrace value-based
There are four essential management
thinking as an improved way of
processes that collectively govern the
making decisions
adoption of VBM. First, a company or
business unit develops a strategy to
maximize value. Second, it translates this strategy into short- and long-term
performance targets defined in terms of the key value drivers. Third, it develops
action plans and budgets to define the steps that will be taken over the next
year or so to achieve these targets. Finally, it puts performance measurement
and incentive systems in place to monitor performance against targets and to
encourage employees to meet their goals.

These four processes are linked across the company at the corporate,
business-unit, and functional levels. Clearly, strategies and performance
targets must be consistent right through the organization if it is to achieve its
value creation goals.

Strategy development
Though the strategy development process must always be based on maximizing
value, implementation will vary by organizational level.

At the corporate level, strategy is primarily about deciding what businesses to

be in, how to exploit potential synergies across business units, and how to
allocate resources across businesses. In a VBM context, senior management
devises a corporate strategy that explicitly maximizes the overall value of
the company, including buying and selling
business units as appropriate. That strategy
The chosen strategy should
should be built on a thorough understanding
spell out how a business unit
of business-unit strategies.
will achieve a competitive
advantage that will permit
At the business-unit level, strategy develop-
it to create value
ment generally entails identifying alternative
strategies, valuing them, and choosing the one
with the highest value. The chosen strategy should spell out how the business
unit will achieve a competitive advantage that will permit it to create value.
This explanation should be grounded in a thorough analysis of the market, the
competitors, and the unit’s assets and skills. The VBM elements of the strategy
then come into play. They include:

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• Assessing the results of the valuation and the key assumptions driving
the value of the strategy. These assumptions can then be analyzed and
challenged in discussions with senior management.

• Weighing the value of the alternative strategies that were discarded, along
with the reasons for rejecting them.

• Stating resource requirements. VBM often focuses business-unit managers

on the balance sheet for the first time. Human resource requirements
should also be specified.

• Summarizing the strategic plan projections, focusing on the key value

drivers. These should be supplemented by an analysis of the return on
invested capital over time and relative to competitors.

• Analyzing alternative scenarios to assess the effect of competitive threats or

opportunities.

Developing business-unit strategy does not have to become a bureaucratic

time sink; indeed, the time and costs associated with planning can even be
reduced if VBM is introduced simultaneously
with a reengineering of the planning process.
Targets are the way
Target setting management communicates
what it expects to achieve.
Once strategies for maximizing value are
Without targets, organizations
agreed, they must be translated into specific
do not know where to go
targets. Target setting is highly subjective,
yet its importance cannot be overstated.
Targets are the way management communicates what it expects to achieve.
Without targets, organizations do not know where to go. Set targets too low, and
they may be met, but performance will be mediocre. Set them at unattainable
levels, and they will fail to provide any motivation.

In applying VBM to target setting, several general principles are helpful:

Base your targets on key value drivers, and include both financial and
nonfinancial targets. The latter serve to prevent “gaming” of short-term
financial targets. An R&D-intensive company, for example, might be able to
improve its short-term financial performance by deferring R&D expenditures,
but this would detract from its ability to remain competitive in the long run.
One solution is to set a nonfinancial goal, such as progress toward specific R&D
objectives, that supplements the financial targets.

Tailor the targets to the different levels within an organization. Senior

business-unit managers should have targets for overall financial performance

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 WHAT IS VALUE-BASED MANAGEMENT?

and unit-wide nonfinancial objectives. Functional managers need functional

targets, such as cost per unit and quality.

Link short-term targets to long-term ones. An approach we particularly like

is to set linked performance targets for ten years, three years, and one year. The
ten-year targets express a company’s aspirations; the three-year targets define
how much progress it has to make within that
time in order to meet its ten-year aspirations;
Nonfinancial targets serve
and the one-year target is a working budget
to prevent “gaming” of
for managers. Ideally, you should always set
short-term financial targets
targets in terms of value, but since value is
always based on long-term future cash flows
and depends on an assessment of the future, short-term targets need a more
immediate measure derived from actual performance over a single year.
Economic profit is a short-term financial performance measure that is tightly
linked to value creation. It is defined as:

Economic profit =
Invested capital x (Return on invested capital – Weighted average cost of capital)

Economic profit measures the gap between what a company earns during a
period and the minimum it must earn to satisfy its investors. Maximizing
economic profit over time will also maximize company value.

Action plans and budgets

Action plans translate strategy into the specific steps an organization will
take to achieve its targets, particularly in the short term. The plans must
identify the actions that the organization will take so that it can pursue its
goals in a methodical manner.

Performance measurement
Performance measurement and incentive systems track progress in achieving
targets and encourage managers and other employees to achieve them. Rarely
do front-line supervisors and employees have clear performance measures
that are linked to their company’s long-term
strategy; indeed, many have none at all.
Rarely do front-line supervisors
and employees have clear
VBM may force a company to modify its
performance measures that
traditional approach to these systems. In
are linked to their company’s
particular, it shifts performance measure-
long-term strategy
ment from being accounting driven to being
management driven. All the same, developing
a performance measurement system is relatively straightforward for a
company that understands its key value drivers and has set its short- and
long-term targets. Key principles include:

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1. Tailor performance measurement to the business unit. Each business

unit should have its own performance measures – measures it can influence.
Many multibusiness companies try to use
generic measures. They end up with purely
Financial indicators
financial measures that may not tell senior
can only measure what
management what is really going on or allow
has already happened
for valid comparisons across business units.
One unit might be capital intensive and have
high margins, while another consumes little capital but has low margins.
Comparing the two on the basis of margins alone does not tell the full story.

2. Link performance measurement to a unit’s short- and long-term

targets. This may seem obvious, but performance measurement systems are
often based almost exclusively on accounting results.

3. Combine financial and operating performance in the measurement.

Too often, financial performance is reported separately from operating perfor-
mance, whereas an integrated report would better serve managers’ needs.

4. Identify performance measures that serve as early warning

indicators. Financial indicators can only measure what has already
happened, when it may be too late to take corrective action. Early warning
indicators might be simple items such as market share or sales trends, or
more sophisticated pointers such as the results of focus group interviews.

Once performance measurements are an established part of corporate culture

and managers are familiar with them, it is time to revise the compensation
system. Changes in compensation should follow, not lead, the implementation
of a value-based management system.

Compensation design
Exhibit 6
The first principle in compen-
Performance metrics and managerial roles
sation design is that it should

provide the incentive to create

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value at all levels within an

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for the chief executive officer –

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EB
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Managerial role
though a popular topic in the
CEO
press – is something of a red
Corporate staff
herring. Managers’ perfor-
mance should be evaluated by Business-unit manager

a combination of metrics that Functional manager

reflects their organizational All other employees
responsibilities and control
* Earnings before interest and taxes
over resources (Exhibit 6).

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 WHAT IS VALUE-BASED MANAGEMENT?

At the chief executive level in a publicly-held company, increases in stock prices

are directly observable, and therefore a CEO’s bonus can take the form of stock
options or stock appreciation rights. Even so, many stock price changes result
from factors outside the CEO’s control, such as falls in interest rates. Stock
appreciation plans can, however, be adjusted to remove such general market
influences so that they focus on the aspects
of company performance that are directly
If compensation relied on
attributable to the skill of top management.
DCF, it would be based
on projections, not results
Discounted cash flow (DCF) is not one of
the performance metrics in Exhibit 6 for good
reasons. DCF is the present value of forecasted cash flows. If compensation
relied on DCF, it would be based on projections, not results.

However, we do recommend using DCF in conjunction with economic profit to

establish benchmarks and reward performance at the business-unit level.
The long-term perspective provided by DCF can balance the short-term,
accounting-based metric of economic profit. The latter is often negative in, for
example, start-up or turnaround projects, even though value is being created.
The role of DCF is to act as a corrective so that compensation can be calculated
appropriately at the business-unit level.

At the front line of management, where financial information is rarely an

adequate guide, operating value drivers are the key. They must be sufficiently
detailed to be tied to the everyday operating decisions that managers have
under their control.

Exhibit 7

Keys to successful implementation Implementing VBM successfully

1 Establish explicit, visible top management Although putting a VBM system in place is a
support. long and complex process, successful efforts
2 Focus on better decision making among
operating (not just financial) personnel. share a number of common features (see
3 Achieve critical mass by building skills in a Exhibit 7). Most of these points have already
wide cross-section of the company.
been discussed, and others are self-explana-
4 Tightly integrate the VBM approach with
all elements of planning. tory, but the first feature is worth elaborating.
5 Underemphasize methodological issues and
focus on practical applications.
As with any major program of organizational
6 Use strategic issue analyses that are tailored
to each business unit rather than a generic change, it is vital for top management to
approach.
understand and support the implementation of
7 Ensure the availability of crucial data
(e.g. business-unit balance sheets). VBM. At one company, the CEO and CFO
8 Provide standardized, easy-to-use valuation made a video for their employees in which
templates and report formats to facilitate
the submission of management reports. they pledged their support for the initiative,
9 Tie incentives to value creation. declared that the basis of compensation would
10 Require that capital and human resource shift at the end of the year from earnings to
requests be value based.
economic profit, and gave examples of what

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 WHAT IS VALUE-BASED MANAGEMENT?

VBM meant. All business units, for instance, would be expected to earn their
cost of capital. “If our cost of capital is 12 percent,” the CEO said, “a 12 percent
rate of return on the capital that we have invested is not good enough. An
11 percent return destroys value, and a 13 percent return creates value. But a
14 percent rate of return creates twice as much value as a 13 percent return.”

Most managers had not thought about their business in these terms. The video
caught their attention and showed them that top management supported
the change that was under way.

Though active top management support is a necessary condition for the

successful implementation of VBM, it is not sufficient in itself. Value-based
management, as we have suggested, must permeate the entire organization.
Not until line managers embrace VBM and use it on a daily basis for making
better decisions can it achieve its full impact as an aid to the long-term
maximization of value.

Tim Koller is a principal in McKinsey’s New York office. This article has been
adapted from Valuation: Measuring and Managing the Value of Companies,
Second Edition, by Tom Copeland, Tim Koller, and Jack Murrin, published by
John Wiley & Sons, New York. Copyright © 1994 by McKinsey & Company, Inc.
All rights reserved.

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